Future of B2B Online Retailing

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1 Future of B2B Online Retailing The Global B2B ecommerce Market Will Reach $6.7 Trillion by 2020 December

2 Contents Section Slide Numbers Executive Summary 4 Key Findings 5 Sample Slides 8 Research Scope and Methodology 22 Research Methodology 23 Definition and Scope 24 Global Online B2B Market 25 Online Activity of Enterprises in Key Economies 26 Businesses Buy, More than Sell, Online 29 New B2B Omni-Channel Links 30 B2B ecommerce Demands Omni-Channel Links 31 Leveraging the Mobile Platform: Case Study ebay Motors App 32 Social Commerce as New Business Model 33 Types of B2B Relationships 36 Types of B2B Business Models 37 o Single-Firm-independent Model, Private Networks, Industry Consortiums, Public Marketplaces (Case studies) Comparison of B2B Business Models

3 Contents (continued) Section Slide Numbers Revenue Streams in B2B ecommerce Models 51 Comparison of Models by B2B GMV Contribution 52 Unique B2B Practices 54 Cisco Connection Online Model 56 Dell Corporation Build-to-Order Model 57 Boeing After-sale Online Model 58 FordDirect.com Social Media Referral-based Model 59 Dealerscoupons.ca Service Aggregation Model 60 Yahoo, Netscape, BMW Small Business Services Online 61 Strategic Insights and Final Recommendations 62 Aspects of a Comprehensive B2B ecommerce Strategy Implementation 63 Advantages of Implementing a B2B ecommerce Strategy 64 Challenges in Implementation 68 Strategic Recommendations 72 Best Practices 73 Last Word Key Influencers of Online Research and Sales 74 3

4 Executive Summary Key Findings of the Study Top 10 Strategic Findings The global online business-to-business (B2B) market is expected to reach $ trillion by 2020, twice the estimated B2C market potential ($ trillion). China is expected to emerge as the largest online B2B market, with an estimated potential of $ trillion by 2020, closely followed by the United States, with an estimated online B2B market value of $ trillion. The manufacturing sector is emerging as an important contributor to B2B transaction volume in the United States and the United Kingdom. Over % of the total B2B transactions in these two regions were generated by manufacturing industries in the top sectors transacting online: automotive, pharmaceutical, and logistics. Rapid proliferation of connected devices and connectivity is the main driver transforming traditional business practices. Government surveys on national business activities reveal that % of small businesses and % of medium-sized businesses had Web capability in 2012 (based on UK and EU data only). Driven by the Mega Trend of Connectivity and Convergence, the use of mobile channels is finding rapid traction in the B2B operations of large businesses. Established B2B networks have revealed nearly 90% increase in visits from mobile devices from 2012 to Source: Frost & Sullivan 5

5 Executive Summary Key Findings of the Study (continued) Top 10 Strategic Findings The best implementation cases of B2B show an average of % increase in the order value of goods and a % reduction of operational costs in the procurement activities of businesses (over a gestation gap of one year from implementation). The B2B marketplace is dominated by industry-sponsored marketplaces and consortia-led exchanges thriving on low-cost Internet platforms and harnessing the value proposition of collective bargaining/selling. In recent years, businesses have started their own independent B2B markets focusing on migrating specific services such as aftermarket, support or lead generation to online platforms. Businesses are buying more than selling online. While % of businesses look to online platforms for buying goods, less than % have adopted them to sell their own products (based on UK and EU data only). This implies a need for more seller-driven B2C-type open public networks such as Alibaba and Amazon, which can provide more visibility and storefront capabilities to sellers. The future of B2B online retailing is expected to become more congregational, with social media making inroads into online retailing with its undisputed reach and multiplier effect. Close to % of businesses in the United Kingdom use social media actively in selling and purchasing goods online. B2B ecommerce platforms, in addition to reducing operational costs, are also proving to be a new, additional source of revenue for large manufacturers. Most manufacturers are charging a premium for exclusive membership to their private consortiums and platforms. Through such models, companies are able to generate close to % as revenue from each B2B transaction gross merchandize value (GMV). Source: Frost & Sullivan 6

6 Executive Summary B2B Online Market Definition and Scope The B2B ecommerce market includes all transactions between businesses that have been primarily enabled through the Internet and digital platforms, including mobile and non-mobile solutions. Transactions analysed in the study are those involving a manufacturer and wholesaler, or a wholesaler and a retailer. Which B2B channels were considered? Which sectors were considered? What was measured? Included Open networks such as the Internet or proprietary networks Platforms including desktop and mobile Automotive Oil & Petroleum Healthcare Metals & Machinery Wholesale Food Electronics Apparel Paper Chemicals Gross Merchandize Value (GMV) has been measured in the study. This implies the total value of products sold online, and includes estimates for only Internet-enabled transactions or net-edi. Excluded Electronic Data Interchange Automated Order Entry Systems Financial Services Food Services GMV may or may not equal the provider s final revenue. Source: Frost & Sullivan 7

7 Executive Summary Online Activity of Enterprises in Key Economies B2B online sales expected to reach $ trillion and account for % of total manufacture trade by 2020 ecommerce Activity of Enterprises in Key Economies, Global, 2020 Estimates of B2B ecommerce, Global, 2020 Total Online Sales ($ Trillion) 0 The United States The United Kingdom Key EU countries China Rest of the World Online Trade = % of Total = $ trillion Total Manufacturer Trade 2 $ trillion 1 Online Sales 1. Excludes sales from the use of information and communication technologies (ICTs) other than the Internet such as EDIs 2. Gross value added by manufacturing to GDP Source: Office for National Statistics (UK); EU Stat; US Census Bureau; National Census Bureau; Frost & Sullivan 8

8 Executive Summary Businesses Buy, More than Sell, Online While 35 50% of businesses look to online platforms for buying goods, less than % have adopted it to sell their own products (based on UK and EU data only) Enterprises selling and buying online or having a Web site or home page, UK, 2012 Nearly % of all businesses in the UK have a Web site or home page. Only % are transactional (in which sales are made). Nearly % of UK businesses make their purchases online. Enterprises selling and buying online or having a Web site or home page, EU-27, 2012 Nearly % of all businesses in the EU have a Web site or home page. Only % are transactional. Nearly % of EU businesses make their purchases online. Businesses (%) 0.0 Internet access Fixed Mobile Website or broadband broadband homepage All size classes Small Medium-sized Large Businesses (%) 0 Internet access Fixed broadband Mobile broadband Website or homepage All size classes Small Medium-sized Large Businesses making ecommerce sales, 2012 Businesses making ecommerce purchases, 2012 Businesses making ecommerce sales, 2012 Businesses making ecommerce purchases, 2012 % % % % Source: Office for National Statistics (UK); EU Stat; Frost & Sullivan 9

9 Executive Summary Types of B2B Relationships In-house operations comprehensively rationalized over Internet, through marketplaces offering improved efficiency of transactional operation processing, faster operations, and cost reductions One-to-Many Model: This is a point-to-point approach, in which a company procures all its supplies from different suppliers through its purchase order systems. Many-to-Many Model: This model uses IT infrastructure and is hosted over the Internet, with all buyers, suppliers, freight forwarders, and financial institutions connected to each other in this central hub. This emarketplace could be an open-to-public one or a private consortium. Supplier Computer Buyer Computer Supplier A Buyer A Purchase order systems Supplier Computer Supplier A Delivery and Payment Schedule Buyer Computer Buyer Site Supplier B Supplier C Logistics Partner Public/Private Marketplace Buyer B Buyer C Supplier B Supplier C Supplier D Supplier D Payments Partner Buyer D End Users Constant Replenishment Source: Frost & Sullivan 10

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